Hay's assessment centres

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  • Thinking/feeling/acting – balance cognitive/interactive
  • Rating scales – not in detail Use examples of the exercises detailed in previous slides Recent CIPD study 40% of employers had used assessment centres – Rect, retention and turnover 2004 – surveys on website
  • Hay's assessment centres

    1. 1. HAY’S APPROACH TOHAY’S APPROACH TOASSESSMENT CENTRESASSESSMENT CENTRESProfessor Jayashree Sadri andProfessor Jayashree Sadri andDr. Sorab SadriDr. Sorab Sadri
    2. 2. Surviving AssessmentSurviving AssessmentCentresCentresORORIt is not what you do its how you do it….It is not what you do its how you do it….
    3. 3. Who uses such techniquesWho uses such techniques 40% of employers use ability tests*40% of employers use ability tests* 34% of employers use assessment34% of employers use assessmentcentres *centres * 75% of FTSE use assessment/testing75% of FTSE use assessment/testing*CIPD Recruitment and Retention Survey 2005*CIPD Recruitment and Retention Survey 2005
    4. 4. What are competencies ?What are competencies ?Competencies are behaviours thatCompetencies are behaviours thatindividuals demonstrate when undertakingindividuals demonstrate when undertakingjob-relevant tasks effectivelyjob-relevant tasks effectively
    5. 5. Common competenciesCommon competencies CommunicationCommunication Customer FocusCustomer Focus TeamworkTeamwork LeadershipLeadership Problem SolvingProblem Solving Developing OthersDeveloping Others Planning and OrganisingPlanning and Organising
    6. 6. Typical competency definitionsTypical competency definitionsCommunicationCommunicationThe ability to send clear and convincing messages.The ability to send clear and convincing messages.The use of an engaging style fine tuned to theThe use of an engaging style fine tuned to theparticular audience and which invites a dialogue.particular audience and which invites a dialogue.Planning and organisingPlanning and organisingThe ability to realistically schedule work and organiseThe ability to realistically schedule work and organiseresources so that a project or goal is achieved withinresources so that a project or goal is achieved withinagreed time and cost parameters.agreed time and cost parameters.Hays HR Consultancy and Assessment Services 2004Hays HR Consultancy and Assessment Services 2004
    7. 7. Assessment Centre approachAssessment Centre approach Assess competencies determined by jobAssess competencies determined by jobanalysisanalysis Uses multiple assessment techniquesUses multiple assessment techniques Uses multiple trained assessorsUses multiple trained assessors Assessors pool information to arrive at aAssessors pool information to arrive at aconsensus decisionconsensus decision
    8. 8. 0.80.60.40.20.0GraphologyUnstructured interviewsAbility testsWork samples0.3 (threshold)1.0Assessment centresPredictive accuracy of differentPredictive accuracy of differentselection methodsselection methods
    9. 9. Competency MatrixCompetency MatrixCompetency/Competency/ExerciseExerciseInterviewInterview Role-playRole-play WrittenWrittenExerciseExerciseGroupGroupExerciseExerciseCommunicationCommunication √√ √√Customer FocusCustomer Focus √√ √√Problem SolvingProblem Solving √√ √√ √√Team-workingTeam-working √√ √√LeadershipLeadership √√ √√Developing OthersDeveloping Others √√ √√
    10. 10. Assessment Centres - what toAssessment Centres - what toexpectexpect To meet with other candidatesTo meet with other candidates To participate in various activities which mayTo participate in various activities which mayincludeincludePresentationPresentationRole PlayRole PlayWritten ExerciseWritten ExerciseCompetency Based InterviewCompetency Based InterviewAptitude TestsAptitude TestsPersonality QuestionnairePersonality QuestionnaireGroup DiscussionGroup Discussion
    11. 11. Executive Profiling – what toExecutive Profiling – what toexpectexpect Written analysis /In-tray exerciseWritten analysis /In-tray exercisePen and paperPen and paper Ability TestAbility TestPen and paper or on-linePen and paper or on-lineVerbal and Numerical ReasoningVerbal and Numerical Reasoning Personality ProfilePersonality ProfileOn line completionOn line completionValidation interview with trained professionalValidation interview with trained professionalVerbal/written feedback for clientVerbal/written feedback for client
    12. 12. Personality QuestionnairesPersonality Questionnaires Self report, not timedSelf report, not timed Preferences NOT abilitiesPreferences NOT abilities Best practice recommends thatBest practice recommends thatcandidates should not be short-listed outcandidates should not be short-listed outon basis of their personalityon basis of their personality StatementsStatements““I am comfortable in social situations”I am comfortable in social situations”““I am determined to beat the opposition”I am determined to beat the opposition”
    13. 13. Team Working/RelationshipTeam Working/RelationshipBuildingBuildingTeam focused, approachable and willing to workTeam focused, approachable and willing to workcooperatively.cooperatively.Shares information and ideas and values the input ofShares information and ideas and values the input ofothers in any context or group.others in any context or group.Empathetic, supportive and sensitive to others’ needs,Empathetic, supportive and sensitive to others’ needs,aware of their impact on other people and will alter theiraware of their impact on other people and will alter theirgoals/approach accordingly.goals/approach accordingly.Focused on building and developing internal andFocused on building and developing internal andexternal relationships with key internal and externalexternal relationships with key internal and externalpartners.partners.Director of Finance – Walbrook GroupDirector of Finance – Walbrook Group
    14. 14. Relationships with PeopleRelationships with PeopleInfluenceInfluence Persuasiveness – Strong preferencePersuasiveness – Strong preference Controlling - Strong preferenceControlling - Strong preference Outspoken - Strong preferenceOutspoken - Strong preference Independent minded – Typical preferenceIndependent minded – Typical preferenceSociabilitySociability Outgoing – Typical preferenceOutgoing – Typical preference Affiliative - Limited preferenceAffiliative - Limited preference Socially confident – Strong preferenceSocially confident – Strong preferenceEmpathyEmpathy Modest – Typical preferenceModest – Typical preference Democratic – No preferenceDemocratic – No preference Caring – No preferenceCaring – No preference
    15. 15. Areas to ProbeAreas to Probe Specific examples of when they have proactivelySpecific examples of when they have proactivelyand positively built relationships with othersand positively built relationships with others What tactics and techniques do they use to winWhat tactics and techniques do they use to winpeople round?people round? How do they ensure they take people with them?How do they ensure they take people with them? Specific examples of when they used a softerSpecific examples of when they used a softerapproach to reach their end objectiveapproach to reach their end objective What teams are they members of and what doWhat teams are they members of and what dothey believe they contribute?they believe they contribute? What impact do they believe they have on thoseWhat impact do they believe they have on thosearound them?around them?
    16. 16. Why companies useWhy companies useassessmentassessment Can be cost effective and time efficientCan be cost effective and time efficient Provides a realistic job preview forProvides a realistic job preview forcandidatescandidates Involve line managers in decisionsInvolve line managers in decisions Positive candidate experience – good PRPositive candidate experience – good PRexerciseexercise Strategic valueStrategic value Good predictive validityGood predictive validity
    17. 17. How to prepare to succeedHow to prepare to succeed AttitudeAttitude ResearchResearch Participate !Participate ! Capitalise for feedback for next timeCapitalise for feedback for next time

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